Presentation is loading. Please wait.

Presentation is loading. Please wait.

University of Central Missouri Strategic Governance For Student Success General Faculty Meeting March 16, 2011 1.

Similar presentations


Presentation on theme: "University of Central Missouri Strategic Governance For Student Success General Faculty Meeting March 16, 2011 1."— Presentation transcript:

1 University of Central Missouri Strategic Governance For Student Success General Faculty Meeting March 16,

2 UNIVERSITY OF CENTRAL MISSOURI GOVERNANCE FOR STUDENT SUCCESS ASSOCIATION OF GOVERNING BOARDS & LUMINA FOUNDATION THREE COMPONENTS Strategic Governance w/ Board of Governors and Institutional Governing Bodies October 2010 Strategic Positioning, Visioning for the Future and Platform for the Future of the University February/March 2011 Strategic Resource Allocation and Institutional Productivity Models November/December

3 Collegiate Experience Meeting Changing Needs Persistence and Graduation Student Engagement Public Education Two-Year Institutions Businesses/Corporations Community Agencies Four-Year Institutions Destination Alignment Telling the Story/Branding Community Engagement Academic Leadership Signature Programs Attainment Access & Affordability Student Satisfaction Resource Stewardship Public Mission Costs/Quality Charitable Giving Value Proposition Mission Driven Student Success Partnerships and Collaboration UNIVERSITY OF CENTRAL MISSOURI STRATEGIC PRIORITIES

4 Revenue Growth New Enrollment Management Growth Paradigm Tuition Grants & Contracts Development/Advancement Identify New/Expanding Sources of Revenue Strategic Positioning Platform Fiscal Management: Institutional Budgeting Operating Fund Processes Institutional-Wide Processes and Priorities Utilization of Annual and Recurring Savings Targets for 2011 Budget Savings Net Unrestricted Assets/Expenditure Controls Costs Associated with Mission and Revenue Growth Academic Program Viability & Productivity Cooperation with State Board of Higher Education Inventory of Program Productivity Signature Programs Multi-Year Plan Statewide Collaborative Academic Initiatives Administrative Efficiencies Review of Administrative Structure Review of Operating and Support Expenditures Assess Savings Produced by Partnerships, Collaborations and Academic Support Create Inventory of Cost Savings and Administrative Efficiencies Strategic Resource Model UNIVERSITY OF CENTRAL MISSOURI STRATEGIC RESOURCE MODEL

5 Academic Program Viability & Productivity MDHE & UCM Program Review MDHE Academic Program Review of 35 UCM Programs: 12 programs eliminated – Phased elimination over 3-year period. Year 3 projected annual savings of $800, programs recommended for continuation. 7 programs under extended review by MDHE. UCM Academic Program Review (beyond MDHE list): 21 Programs (beyond MDHE list) identified by UCM for extended review by UCM ad hoc faculty committee. Projected base budget savings of additional $800,000 in Year 3 of phased elimination. 5

6 6 LevelNameAction BaccSpeech CommunicationProgram has been or will be terminated BaccLiberal StudiesProgram has been or will be terminated BaccGeneral RecreationProgram has been or will be terminated BaccEarth ScienceProgram has been or will be terminated BaccGeographyProgram has been or will be terminated BaccJournalismProgram has been or will be terminated BaccAgricultural TechnologyProgram has been or will be terminated BaccIndustrial TechnologyProgram has been or will be terminated BaccFrenchProgram has been or will be terminated BaccTourismProgram has been or will be terminated BaccTechnologyNew program -- is exempt from MDHE program review process BaccBiochemistryNew program -- is exempt from MDHE program review process BaccForensic ChemistryNew program -- is exempt from MDHE program review process BaccProfessional PilotNew program -- is exempt from MDHE program review process BaccAirport ManagementNew program -- is exempt from MDHE program review process BaccOccupational Education Program is critical to mission and will be retained; Program shares a substantial number of courses and faculty with other similar programs; Program meets a unique need in the region, state, or nation; development plan is in place to increase completion rate with specific date for results BaccMedical Technology Program shares a substantial number of courses and faculty with other similar programs; Program meets a unique need in the region, state, or nation; development plan is in place to increase completion rate with specific date for results Bacc Actuarial Science & Mathematics Program shares a substantial number of courses and faculty with other similar programs; Program meets a unique need in the region, state, or nation; development plan is in place to increase completion rate with specific date for results Bacc Occupational Safety & Health Program shares a substantial number of courses and faculty with other similar programs; Program meets a unique need in the region, state, or nation; development plan is in place to increase completion rate with specific date for results BaccComputer Science Program shares a substantial number of courses and faculty with other similar programs; development plan is in place to increase completion rate with specific date for results BaccMathematics Program shares a substantial number of courses and faculty with other similar programs; development plan is in place to increase completion rate with specific date for results BaccChemistry Program shares a substantial number of courses and faculty with other similar programs; development plan is in place to increase completion rate with specific date for results BaccStudio Art Program shares a substantial number of courses and faculty with other similar programs; development plan is in place to increase completion rate with specific date for results Bacc Crisis & Disaster Management Program shares a substantial number of courses and faculty with other similar programs; development plan is in place to increase completion rate with specific date for results; program will be offered as part of a multi-university collaborative agreement BaccEconomics Program shares a substantial number of courses and faculty with other similar programs; development plan is in place to increase completion rate with specific date for results; program will be offered as part of a multi-university collaborative agreement BaccSpanish Program shares a substantial number of courses and faculty with other similar programs; development plan is in place to increase completion rate with specific date for results; program will be offered as part of a multi-university collaborative agreement MstrMathematicsA development plan is in place to increase completion rate with specific date for results MstrPsychologyA development plan is in place to increase completion rate with specific date for results MstrTheatreA development plan is in place to increase completion rate with specific date for results MstrMusicA development plan is in place to increase completion rate with specific date for results MstrHistoryA development plan is in place to increase completion rate with specific date for results MstrIndustrial Hygiene Program shares a substantial number of courses and faculty with other similar programs; Program meets a unique need in the region, state, or nation; development plan is in place to increase completion rate with specific date for results EdSCurriculum & InstructionProgram has been or will be terminated University of Central Missouri Responses to Missouri Department of Higher Education Program Review

7 7 Academic Affairs Administrative Reorganization August 2010 – Presidents Charge to Provost and Deans (1) promote positive interaction of faculty and mutually-supportive academic programs; (2) highlight academic program strengths and promote public recognition of high-quality programs offered by UCM; and (3) produce administrative cost savings without reducing academic program quality August 2010 – December 2010 Deans and provost consider alternative reorganization models – preliminary recommendation to President Ambrose December 2, 2010 President shares preliminary recommendation with the campus December 2010 – Feb 2011 Faculty and chair inputrevisions of the initial plan

8 College of Health, Science and Technology College of Arts, Humanities and Social Sciences College of Business and Professional Studies College of Education School of Health Professions* Nursing & Communication Disorders Nutrition & Health Biology & Earth Science Environmental Sciences & Natural Resources School of Technology Mathematics, Computer Science & Physics School of Fine & Performing Arts* Art & Design Music Communication History, Anthropology & Geography Government & International Studies English & Philosophy Psychology & Sociology Theatre & Dance School of Business Administration* Accounting & Computer Information Systems Economics,& Management Marketing & Finance School of Professional Studies* Professional Services Aviation Criminal Justice Military Science & Leadership Educational Foundations & Literacy Elementary & Early Childhood Career & Technical Education Educational Leadership & Human Development Original Proposal

9 College of Health, Science and Technology College of Arts, Humanities and Social Sciences College of Business and Professional Studies College of Education School of Health Professions* Nursing Nutrition & Kinesiology Biology & Earth Science School of Environmental, Physical & Applied Sciences School of Technology Mathematics & Computer Science School of Visual & Performing Arts* Art & Design Music Communication & Sociology History& Anthropology Government & International Studies English & Philosophy Theatre & Dance School of Business Administration* School of Accountancy & Computer Information Systems Economics, Finance & Marketing Management School of Professional Studies* Communication Disorders & Social Work Aviation Criminal Justice Military Science & Leadership Current Revision Educational Foundations & Literacy Elementary & Early Childhood Career & Technical Education Educational Leadership & Human Development Psychological Science

10 LEARNING ENVIRONMENT Academic Student Experience & Engagement Technology Learning Outcomes Enrollment Management ADVANCEMENT Resource Development Communications Constituent Engagement STRATEGIC RESOURCES Strategic Resource Model Campus Facilities & Planning Human Capital University of Central Missouri Administrative Model

11 11 Areas of Duplication/Policies Organizational Assessment FacilitiesNew Revenues/ Auxiliaries TechnologyContract Review/ Purchasing Shelly Gonzalez (F)PresidentPatrick Bradley (F)Joe Vaughn (F)Mollie Dinwiddie (F)Michael Lucas (F) Manuel BryantCabinetKathy AndersonSusan BrockhausCurtis BeasleyTerry Bond Wendy GeigerAlyssa BrownMark ManleyCorey BowmanTrevor Cunningham Barbara HicksDeb HobsonBill RankinMel GrossVici Hughes Amy KigerGreg SorrellScott RhoadToni KrekeCarole Nimmer Robin KrauseCheryl TrelowAmanda SasekMike JeffriesJeffrey Robinson Beth RuttChris WellmanJenne VanderboutOdin JurkowskiVictoria Steel Monica Huffman (CR)Dale Carder (CR)Jerry Hughes (CR)Jim Graham (CR)Rich Morrell (CR) University of Central Missouri Administrative Review Rapid Response Teams (F) Facilitator (CR) Cabinet Resource

12 12 Core Strategic Objectives Each of the six rapid response teams (RRTs) has a specific area of concentration which is outlined below. It is understood that a degree of overlap work may occur between the respective teams. The Lead Facilitation Group will provide oversight of the deliverables among the teams. Questions and requests for clarification should be directed to the Lead Facilitation Group. As the teams undertake their assignment, the members should be mindful that the Universitys Administrative Review Process has three core strategic objectives. 1.Provide opportunities to enhance the success and experience of UCM students 2. Create opportunities to fulfill the University mission while enhancing student service and satisfaction 3. Create efficiencies and cost savings for the University Administrative Review - Rapid Response Teams Charges

13 Charges Areas of Duplication/Policies: Review functional responsibilities across all administrative units Identify areas of duplication in service delivery Identify existing University policies that do not maximize resources and services and are considered to be impediments/limiters of efficiencies and cost savings opportunities. For each identified area of duplication, the team will provide: o A description of the duplicated service(s) and identify any University policy that should be examined in order to achieve better business practices o An organization chart depicting the affected areas o The budgetary resources, including personnel and operating, allocated to these areas o The opportunity for cost reduction and service enhancement as a result of consolidating delivery areas/services o Recommendation for functional realignment within the reporting structure as a result of consolidation Organizational Assessment: Evaluate existing personnel vacancies and recommendation for position elimination, reallocation or recruitment Create a revised University organization chart under the proposed structural and contextual framework of Learning Environment, Strategic Resource Allocation and Advancement Facilities: Review facilities management and maintenance requirements, with consideration of both personnel and operating allocation requirements Review utilities consumption and commodity purchasing to identify opportunities for cost reduction or containment ( this analysis should include the opportunity for capital investment that will result in short-term and long-term energy savings and commodity purchasing that have a positive budgetary impact) Review current scheduling practices for facilities to determine opportunities for increased utilization of current facilities and reduction or elimination of future capital investments associated with currently projected facilities expansion

14 14 Charges (Continued) New Revenue/Auxiliaries: Evaluate opportunities to increase net revenue through growth of existing revenue generating areas or through the identification of new revenue generating sources (note: this review will include an evaluation of existing University auxiliary enterprises) Identify new revenue opportunities should include all necessary operating or capital investment so that the net revenue impact of these recommendations can be evaluated Technology: Create hardware and software standards that can be implemented throughout the University and analyze projected cost savings and service impacts Review student services, including telecommunications and requirements and analyze opportunities for service outsourcing or elimination Evaluate current service delivery models and identify cost savings (e.g., thin client computer clusters, desktop imaging, telecommunications, cycle for turnover of network, desktop and laptop hardware) Purchasing/Contract Review: Review current contracts for the purchase of goods and services and create a matrix outlining date of last bid, current vendor, value of contract, contract expiration and provisions for terminating the contract Identify contracts eligible for rebid and projected savings Evaluate opportunities for strategic sourcing including, but not limited to, publishing/printing/copying, travel and supply purchases and identifying related projected savings

15 15 DateTask March 11Rapid Response Teams Announced March 15Kick-off Meeting for Teams April 15Teams Updates Due May 15Draft Teams Reports Due June 1Final Teams Reports Due June 16Rapid Response Teams Reports presented to Board with recommendations Administrative Review – Rapid Response Teams Timeline

16 UCM Unrestricted Revenues Fiscal Year 2011 Budget Tuition $ 61.3 m 48 % State Appropriations ( Net ) 54.9 m 43 % General Fees 4.6 m 4 % Flight & Lab Fees 2.2 m 2 % Sales and Services 1.7 m 1 % Other 2.6 m 2 % Total Revenues $ M 100 % 16

17 UCM State Appropriations – Historical Trend Fiscal Year Assumes a 7% Reduction 17

18 UCM Appropriations at CPI $26 M Gap Note: Below Graph Uses Modest 2% CPI Projections for 2011 and 2012 Assumes a 7% Appropriation Reduction in

19 UCM Weighting of State Appropriations versus Tuition Revenue 19

20 UCM SPRING STUDENT HEADCOUNT 20

21 UCM Spending by Category 21

22 UCM Five Year - Historical Cost Reduction Initiatives DescriptionAnnual $ Health Insurance Savings Initiatives$5,258,000 Textbook Rental Program – Savings to Students$3,100,000 Negotiated Purchases (Includes E-Procurement)$3,000,000 0% Across-the-Board Salary Increases (FY 2010 & FY 2011)$3,000,000 Information Technology / Systems Savings$2,075,000 ESCO - Energy Savings and M&R Cost Reductions$1,500,000 Facilities Management - Brought In-House (Aramark)$800,000 Early Retirement Health Plan Phase Out$367,000 Bond Refinancing – Interest Expense Savings$235,000 Credit Card Fees (VISA) on Student Payments$225,000 Travel Savings$184,000 Property Insurance Premium Savings$177,000 22

23 UCM Five Year - Historical Cost Reduction Initiatives (Continued From Previous Slide) DescriptionAnnual $ State of Missouri Contract - Natural Gas Hedging$150,000 Flight Simulator Fee Savings to Students; plus M&R Savings$140,000 Branch Bank/Student Debit Card System$31,000 Grand Total – Cost Reduction Initiatives$20,242,000 Other One-Time University Initiatives: *Negotiated Food Service Contract Savings to Fund Capital Improvements to Student Dining Services $5,166,000 *Capital Donations$5,500,000 23

24 2012 Base Budget Needs FY % Appropriation Reduction$2,950,000 FY 2012 – 7% Appropriation Reduction3,800,000 Faculty / Staff Compensation (UCM Employees Recd 0% Increases in FY2010 and 2011) $2,165,000 * Equity & Market Adjustments * Promotions * Health Care * MOSERS Maintenance and Repair$450,000 Student Activities and Support210,000 Information Systems – Maintenance Contracts150,000 Investment Income Decline150,000 ESCO Lease Payment55,000 UCM Incremental 2012 Budget Challenges 24

25 UCM 2012 Balanced Budget Strategy Revenue Growth Via Enrollment Increase Revenue Growth Via Tuition Rate Increase of 4.2% Expense Savings – Academic & Administrative Review 2011 Budget Savings of One-Time Funds Employ Reserves if Necessary 15

26 Revenue Growth Fiscal Management: Institutional Budgeting AGB Strategic Planning Conference with UCM Board of Governors, Presidents Cabinet, Deans & Faculty 0% Salary and Wage Increase for Fiscal Years 2010 & 2011 Temporary Hiring Freeze in 2011 Generating $2.2 M Savings Targets for 2011 Budget Savings Institutional-Wide Processes and Priorities Utilization of Annual and Recurring Savings Net Unrestricted Assets/Expenditure Controls Costs Associated with Mission and Revenue Growth Strategic Resource Model UNIVERSITY OF CENTRAL MISSOURI Budget Development for Fiscal Year 2012 Enrollment Growth: Fall 2011 – Credit Hours is targeted to be 3% higher vs % Main Campus Growth 12 % On-Line Growth Partnering / Community College Access to UCM Tuition Rate Increase: UCM – UG Tuition was not increased in FY 2010 & 2011 UCM Considering 4% UG increase in % represents 2010 CPI of 2.7% increase of 1.3%. Academic Program Viability & Productivity MDHE Program Review with 3-year Base Budget Savings of Approximately $800,000 Extended UCM Program Review with Anticipated Savings of $500,000 to $800,000 Identification of Signature and Enhanced Programs Statewide Collaborative Academic Initiatives Administrative Efficiencies UCM Academic Reorganization: Reduction of One College Reduction from 33 to 25 Departments Projected $612,000 Annual Cost Savings Additional UCM Academic Program Review Underway with Additional Savings Phasing in Over Three Year Period. Savings of $500,000 projected for Year 1 and $800,000 by Year 3. Institution-Wide Administrative / Budget Review with Targeted $2 million savings. 26

27 UCM 2012 Budget Revenue Growth & Expense Savings Fiscal Year Enrollment Growth Targets $ 2,985,000 Target of 2% Main Campus Growth Target of 12% On-Line Growth 4.2% Tuition Rate Increase (MDHE – CPI Index) 1,975,000 Total Revenue Growth – Base Budget (Discounted at 15%) $ 4,960,000 Academic - Admin. Review Savings $ 612,000 Reduction of 1 College / 8 Departments Academic Program Review – Year 1 Savings 500,000 Institutional - Administrative Review Target 2,000,000 Total Expense Savings – Base Budget $ 3,112,000 16

28 UCM Proposed 2012 Tuition Increase 2011 CPI – Booked but Not Charged 2.7% 2012 CPI – Provided by MDHE 1.5% Total Rate Increase to Students4.2% Recommended by Governors Office to Keep the Cost of Tuition Affordable MDHE – CPI Index 17

29 State of Missouri Four Year Public Universities 2011 Tuition & Mandatory Fees Comparison Booked Not Charged Source: CBHE 29 18

30 UCM Fiscal Year 2011 – One-Time Savings Apply to 2012 Budget 2011 – Enrollment Greater than Budget $ 1,300,000 Fall Semester – Total Credit Hour Growth of 2% Fall Semester – On-Line Credit Hour Growth of 21% 0% Under Grad Tuition Rate Increase University Temporary Hiring Freeze $ 2,200,000 Total – 2011 One-Time Savings $ 3,500,000 19

31 UCM Budget Projections Line Item 7% Appropriation Decrease 4.2% Tuition Increase Notes Tuition and Fees$ 71,791,000 (2% Main Campus Enrollment Growth, 12% Online) (4.2% UG Rate Increase, 4.2% Grad Rate Increase) ($5.9 M > than 2011 Base Budget; $4.6 >2011 Actuals) State Appropriations 51,105,000 (7% Reduction) Other Revenue 6,354,000 Aviation Fees, Intensive English, Non-Credit Courses, Ticket Sales, Orientation & Transcript fees etc. * Total Revenue$ 129,250,000 Salaries and Benefits$ 87,263,000 (UCM employees received 0% ATB in 2010 and 2011) General Operations 48,599,000 (Approximate $450k increase in Maint. & Repair) (Student Waivers – 15% of Tuition Increase = $900k) * Total Expenses$ 135,862,000 * Shortfall in Annual Base Budget$ (6,612,000) Academic Administrative Review - Annual Savings Academic Program Review – Annual Savings Institutional Administrative Review Target 2011 – One Time Savings Balanced Budget 612, ,000 2,000,000 3,500,000 $ 0 (Reduction of 1 College & 8 academic departments) 31

32 UCM Summary of Budget Scenarios Appropriation Reduction = Tuition Rate Increase = (7%) 4.2% (10%) 7.75% (15%) 14.0% Tuition and Fees$ 71.8$ 73.8$ 77.2 State Appropriations Other Revenues 6.4 Total Revenues$ 129.3$ 129.6$ Total Expenses*$ 135.9$ 136.2$ (*Scholarship expense increases with increased tuition) Base Budget Shortfall$ (6.6) Academic & Admin Review Savings$ 3.1 FY 2011 – One-Time Savings$ 3.5 Balanced Budget$


Download ppt "University of Central Missouri Strategic Governance For Student Success General Faculty Meeting March 16, 2011 1."

Similar presentations


Ads by Google